| Acknowledgments | p. vii |
| Foreword | p. xi |
| Preface | p. xiii |
| Biography | p. xvii |
| Web Added Value™ | p. xix |
| Why Multi-Project Environments are so Messed up | p. 1 |
| Introduction-The Multi-Project Problem | p. 3 |
| Resource Conflicts | p. 17 |
| Poorly Defined Project Networks | p. 25 |
| The Biggest Leverage Point for Improving | p. 31 |
| Overview of the Permanent Multi-Project Solution | p. 39 |
| Project Networks | p. 41 |
| Strategic Buffering-Insulating Projects from Variability | p. 49 |
| Controlled Project WIP-Aligning and Activating Multiple Projects | p. 55 |
| Fast Execution, Single Priority System, Recovery | p. 63 |
| Enterprise Resource Planning | p. 73 |
| Multi-Project Software Requirements | p. 81 |
| What Is It All Worth? | p. 95 |
| Project Planning, Networks, and Risk Avoidance | p. 103 |
| Level of Detail-Not the Lowest Level | p. 105 |
| Step 1: The Project's Measurable Goals, Tangible Scope, and Sponsor Criteria | p. 111 |
| Step 2: The Backbone | p. 119 |
| Step 3: The Skeleton | p. 129 |
| Step 4: Additional Dependencies-First Risk Avoidance | p. 137 |
| Step 5: Checking against Project Goals and Scope-Second Risk Avoidance | p. 143 |
| Step 6: Resourcing | p. 147 |
| Step 7: Expert Scrutiny-Third Risk Avoidance | p. 155 |
| Step 8: Time Estimates-Fourth Risk Avoidance | p. 159 |
| Step 9: Duration Reduction without Compromise | p. 167 |
| Step 10: Final Project Risk Assessment-Fifth Risk Avoidance | p. 175 |
| Insulating Projects from Variability | p. 179 |
| Three Points of Network Insulation | p. 181 |
| Operations versus Project Responsibility-Resource Insulation | p. 191 |
| Project-to-Project Insulation | p. 197 |
| Common Cause versus Special Cause Insulation | p. 201 |
| Aligning and Activating Multiple Projects | p. 205 |
| Setting Project Priorities | p. 207 |
| Two Different Ways to Align Multiple Projects | p. 211 |
| "What If" Analyses on Timelines and Resources | p. 221 |
| Finalizing the Project Schedule and Activation | p. 225 |
| Multi-Project Execution | p. 229 |
| Project Manager Execution Role | p. 231 |
| Resource Manager Execution Role | p. 243 |
| Senior Management Execution Role-Daily Fast-Track Meetings | p. 253 |
| Senior Management Execution Role-Full-Kitting Projects | p. 257 |
| Senior Management in Stage Gate-How to Avoid the Huge Damage | p. 265 |
| Senior Management Execution Role-Portfolio Review Process | p. 275 |
| Enterprise Project Resource Planning | p. 285 |
| Distinguishing between Temporary Bottlenecks and Need to Hire/Contract | p. 287 |
| Supervisor and Management Loads | p. 297 |
| Increasing Load on Operations from Project Completion | p. 309 |
| Short-, Medium-, and Long-Term Challenges | p. 317 |
| Multi-Project Software Requirements | p. 325 |
| Software Planning Requirements-Buffers, Global Resources, and Alignment | p. 327 |
| Software Execution Requirements-Buffers Penetration, Project, and Resource Trends | p. 337 |
| Role-Based Software Views | p. 347 |
| Executive Buy-In and Conclusions | p. 351 |
| Executive Buy-In and Simulations | p. 353 |
| Conclusions | p. 363 |
| Strategy and Tactics Approach for Multi-Project Management | p. 367 |
| Success Stories and Videos References | p. 381 |
| Sample Enterprise Resource Categories | p. 387 |
| What about Agile? | p. 391 |
| Complete Case Study on Project Planning | p. 395 |
| Bibliography | p. 415 |
| Index | p. 417 |
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